Growth orientation, emphasis on the use of planning and
openness in transactions and communications were perceived as strengths
in well-managed co-operatives and members seemed more satisfied with
their society in these areas than in fairly well-managed ones.
Perceptions of strength in private companies were more authoritarian and
control-oriented and emphasised strong management, production and owner-control.
One major difference between co-operatives and private estates was with respect
to the maintenance of high quality production standards (the latter maintained
higher standards). Also private company owners thought they were better able to
control operations than were co-operative members. Good and demanding owners
were considered as strengths in private companies whereas in societies, member
loyalty was valued more.

Member-perceived weaknesses in the co-operative societies
surveyed related largely to internal relationships, such as managerial
corruption, the poor payment system, slow information flow and lack of
transparency in transactions and communication. Among the fairly well-managed
societies, poor payment system and lack of transparency in managerial activities
were highlighted as major weaknesses. In contrast, the perceived weaknesses in
private companies were mainly reflections of external relationships like
politics, markets and lack of financing.

Perceptions regarding what were threats and opportunities also
differed. Fairly well-managed co-operatives generally saw liberalisation of the
Kenyan economy mainly as a threat, while market liberalisation was perceived
mainly as an opportunity in private companies. The perceptions of the
well-managed co-operatives surveyed were mixed. For example, members of
well-managed societies wanted their society or the Ministry to keep private
buyers away from their farms. At the same time, however, they welcomed the
possibilities of free choice over their own marketing chain. This demonstrates
that well-managed co-operatives are seeking new possibilities whereas the fairly
well-managed co-operatives seem more concerned with their day-to-day problems.
For private companies, liberalisation meant opportunities to create own brand
names, to expand operations abroad and to further process their raw material.
The main threat perceived by the private companies was the end of
liberalisation.

To conclude, the strengths, weaknesses, opportunities and
threats (SWOT) analysis shows striking differences between private companies and
co-operatives. Private company perceptions are much more optimistic with regard
to liberalisation than co-operatives and appear to be gaining a competitive
advantage in liberalised markets. As liberalisation continues and competition
becomes more intense, it is, therefore, likely that co-operatives will face an
even stronger challenge from the private companies.